The idea of human resource management has become topical and controversial. The term suggests that people in any organization are an asset to be upgraded and fully utilized rather than merely a variable cost to be minimized. This in turn implies that the way in which people are managed is a matter of crucial strategic concern. Increased international competition has produced various initiatives world-wide for new approaches to management, in particular human resource management. This searching set of interpretations, first published in 1983, will be of interest to serious practitioners and students alike.

The idea of human resource management has become topical and controversial. The term suggests that people in any organization are an asset to be upgraded and fully utilized rather than merely a variable cost to be minimized. This in turn implies that the way in which people are managed is a matter of crucial strategic concern. Increased international competition has produced various initiatives world-wide for new approaches to management, in particular human resource management. This searching set of interpretations, first published in 1983, will be of interest to serious practitioners and students alike.

The idea of human resource management has become topical and controversial. Yet despite growing interest in the subject there has been a lack of informed literature on the topic - this book sets out to redress this situation.

First published in 1989, this book presents a unique comparative perspective on the relationship between technological change and human resource management. Following a detailed introduction, chapters deal with a variety of issues, including managing change, industrial democracy and employee involvement, gender and structural change. International and well-renowned authors provide an authoritative analysis, which will be of particular interest to students of Business and Management, organisational and technological change, Economics and Sociology.

This book discuss the following potential trends and innovations that could shape the future of HRM: Data-Driven Decision Making: The use of data analytics and artificial intelligence in HRM is expected to continue growing. Remote Work and Hybrid Models: The COVID-19 pandemic accelerated the adoption of remote work. Skills Development and Lifelong Learning: Continuous learning and upskilling are becoming essential due to the rapid pace of technological advancements. Artificial Intelligence (AI) in Recruitment: AI can streamline and improve the recruitment process by automating tasks like resume screening, candidate sourcing, and initial interviews. Gig Economy and Contingent Workforce Management: As the gig economy expands, HRM will need to adapt to manage both traditional employees and contingent workers effectively, ensuring fairness and compliance. Diversity, Equity, and Inclusion (DEI): DEI initiatives are gaining prominence as organizations recognize the importance of creating inclusive workplaces. Employee Experience (EX): HRM is shifting towards focusing on enhancing the overall employee experience.